singapore 11 15-11
Post on 17-Oct-2014
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DESCRIPTION
A comprehensive presentation on employee engagement based on Dr. Marciano's book "Carrots and Sticks Don't Work: Building a Culture of Engagement with the Principles of RESPECT." (McGraw-Hill, 2010)TRANSCRIPT
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How Leaders Can Build a Sustainable Culture of
Engagement Using the RESPECT™ Model
HRnetGroupSingapore
November 15, 2011
by
Dr. Paul Marciano
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make a difference that makes a difference for you, your organization, your employees, and your customers
My goal today is to . . .
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Increase the return on your human capital investment
by increasing the level of employee engagement
SA
MP
LE
SA
MP
LE
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I ask that you
Listen for . . .
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Introduce yourself to others at your table:
• Name• Company• Position
• Take away today• Hobby
Introductory Exercise
5-10 minutes
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Most people believe that . . .
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employee engagement and motivation are the same . . . they are not
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Motivated Engaged
External Focus Internal Focus
Opportunistic Committed
Short-term View Long-term View
Self Organization
Narrow Focus Big Picture
Unstable Stable
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Employee engagement is a psychological construct
and which is demonstrated behaviorally through high levels of discretionary effort
which refers to an individual’s commitment to one’s organization, work, team, employer, and clients
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In other words…
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Tao Li
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Fully in the Game
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How can we achieve this level of performance and productivity with our employees and gain a
competitive advantage?
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Not with technology
Everyone has access to the same technology
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The competitive advantage is your people
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Achieving maximum engagement requires that leaders at every level inspire employees to
behave in ways that further the mission and vision of their organization
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Why are leaders and managers not better at inspiring their employees and maximizing their
level of discretionary effort?
Discuss
10 minutes
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What would the impact be if everyone in your organization played full out?
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Robust Impact of Engagement
Productivity & Performance
Profitability
Turnover
Absenteeism
Employee Fraud
Customer Satisfaction & Loyalty
Quality Defects
Safety Compliance
Employee Satisfaction
Physical & Psychological Well-Being
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Nurse Engagement…
…Patient Satisfaction
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How do we get to the land of engagement?
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Consider . . .
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We have new employees at “Hello”
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my story
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Why do employees lose their enthusiasm?
Discuss
10 minutes
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1
Internal Got “it” or
don’t
2 3
Environment Potential for
“it”
Work Ethic
4 5
FixableFixed
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How do we create an environment that allows our staff to flourish and give
maximum discretionary effort?
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Realizing sustainable increases in employee engagement requires
impacting the culture of the organization
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CultureBehaviors
&Attitudes
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What doesn’t change culture is trying to motivate employees with carrots & sticks
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Published in The New Yorker 4/19/2010 by Farley Katz
It’s the only way I can get myself out of bed in the morning.
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Theories of Motivation
Maslow’s Hierarchy of NeedsMcClelland’s Internal Needs Motivation
Self-EfficacyGoal Setting Theory
Herzberg’s Two-Factor TheoryEquity Theory
Job Characteristics ModelExpectancy-Value Theory
Maslow’s Hierarchy of Needs
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Maslow’s Hierarchy of Needs
Esteem
Affiliation
Security
Physiological
Self-Actualization
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Self-Actualization
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Expectancy-Value Theory
Motivation = E x V
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Traditional reward & recognition programs
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why programs fail
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Programs fail…
…because they are programs
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People stop trying after winner wins
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Goals can limit performance
“I never have a goal that involves number of wins—never. It would just tend to limit our potential.”
-- Mike Krzyzewski
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Rewards are not necessarily reinforcing
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Inconsistent & unfair administration
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Added stress for supervisors
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Programs destroy teamwork
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Programs focus…
…on the wrong dependent variable
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Programs reduce…
creativity and risk taking
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Extrinsic reinforcement…
reduces intrinsic motivation
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Programs offer a weak reinforcement schedule
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Gifts are gifts
not reinforcers
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Employees feel manipulated
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Programs have no impact on culture
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Reward programs…
…reduce overall motivation
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How do most top performers get rewarded?
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And…
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sticks don’t work
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Respect out of fear is never genuine
Reverence out of respect is never false
Chinese Proverb
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Resentment
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Performance limited to minimum
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Requires presence of threat
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Fear activates the sympathetic nervous system that releases
hormones that interfere with functioning of the prefrontal cortex which
is responsible for executive functioning.
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So, when it comes to increasing the productivity of your workforce . . .
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Forget about motivation
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The questions is . . .
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how do we engage our employees?
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Discuss
What factors contribute to increasing employee engagement?
10 minutes
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Factors that Increase Employee Engagement
Trust; feeling that my supervisor has my back
Knowing that what I do matters
Respect for my opinion and trust in my abilities
When I have freedom to determine how I achieve my goals
A supervisor who believes in me and wants me to excel
When I understand how and why the work matters
Having a supervisor who does not look over my shoulder
When I have the tools to do my job properly
Mutual and contagious respect among co-workers
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Discuss
What factors contribute to a decrease in employee engagement?
10 minutes
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Factors that Decrease Employee Engagement
When my manager takes credit for my work
Lack of coaching, feedback, and support
Incompetent leaders whom people don’t respect
Lack of basic pleasantries such as “hello” or “thank you”
Seeing managers who are not actively engaged
When your boss never asks you for your input
Lack of appreciation or compliments for a job well done
Having to do work that does not appear to add value
Criticism that isn’t constructive
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Low High
Engagement
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Levels of Engagement
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Engagement Meter
11
22
33
44
55
Actively disengaged
Disengaged
Opportunistic
Engaged
Actively engaged
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Engagement Meter
11
22
33
44
55
Createsthe mess
Walks past mess without thought
Hopes not to see it, will clean-up if personal benefit
Cleans-up what he/she sees
Helps clean-up, fix & prevent
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Discuss
How would your employees be distributed and what factors account for this distribution?
10 minutes
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So . . .
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How do we move the needle on employee engagement and get our employees
fully in the game?
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כבוד
احترام
Respekt
уважение
rispetto
respecteren
respecto
menghormati
Hormat
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I’m not concerned with your liking or disliking me. All I ask is that you respect me as a human being.
~ Jackie Robinson
“
”
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How do we understand the critical role of respect in society?
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From an evolutionary perspective respect is associated with strength and protection
Being respected keeps you as part of the “in group.” Those members of the tribe who
are respected survive
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Disrespected individuals are considered less important and more expendable to
the tribe or clan
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“Dissed”
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As business leaders, why care about respect?
Discuss
10 minutes
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Respect = PowerPower is the ability to influence others
Pow
er
Respect
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Lose respect Lose power
Lose followers
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How do business leaders earn/lose respect?
Discuss
10 minutes
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Respect Employee Productivity
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the RESPECT™ model
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An actionable philosophy which guides and directs behavior
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Respect the Organization
ORGANIZATION
RESPECT
IND
IVID
UA
L
WORKTEAM
SU
PE
RV
ISO
R
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Respect the Supervisor
SUPERVISOR
RESPECTO
RG
AN
IZA
TIO
NINDIVIDUALW
ORK
TE
AM
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Respect Team Members
TEAM
RESPECTS
UP
ER
VIS
OR
ORGANIZATIONINDIV
IDUAL
WO
RK
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Respect the Work
WORK
RESPECT
TE
AM
SUPERVISORORGANIZ
ATION
IND
IVID
UA
L
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Feel Respected
INDIVIDUAL
RESPECT
WO
RK
TEAM
SUPERVISOR
OR
GA
NIZ
AT
ION
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You cannot treat your staff with disrespect
and expect them to treat your patients with respect
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the RESPECT™ drivers
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R ECOGNITION
“A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in results.”
-- W. Wilcox
ThankYou
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Turnkey Solutions & Best Practices Recognition
• Send a handwritten “thank you” note home
• Spread the word; inform higher ups
• Create a wall of great ideas
• Hold work up as an example
• Increase decision making & autonomy
• Create more opportunities
• Document performance in personnel file
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Recognition Assessment
• Employees are appropriately recognized and acknowledged for their contributions
• My supervisor lets me know that he appreciates me and my work
• My supervisor regularly gives “pats on the back” to deserving team members
• It doesn’t matter how hard you work, no one seems to notice or care
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Are the employees in your organization appropriately recognized and what can be
done to increase the frequency and effectiveness of recognition?
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“The most vital task of the leader is to motivate, inspire, empower and encourage the team's primary resource -- the unlimited, creative human potential to find better ways.”
-- Dr. Lewis Losoncy If he works for you, you work for him.- Japanese proverb
EMPOWERMENT
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Turnkey Solutions & Best Practices Empowerment
• Create powerful on-boarding and new hire training programs; set employees up for success
• Ask employees how you can reduce barriers and help them do their jobs better
• Increase level of cross-training or at least shadowing
• Increase flow of communication, e.g., hold monthly lunches and invite a leader or team member from another department to share updates
• Increase level of autonomy and decision making
• Create learning opportunities through delegation
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Empowerment Assessment
• I have the resources I need to be successful in my job
• I have received sufficient training to do my job well
• My supervisor provides me with opportunities to learn and grow
• If I had more training, I could be more effective at my job
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Are employees empowered to do their best work
and what can be done to improve this?
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SUPPORTIVE FEEDBACK
“No one enjoys addressing others' deficiencies but failure to do so sends the message that people are on track when they really aren't. And that may be the greatest disservice a leader can do to someone else.”
-- Eric Harvey
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Turnkey Solutions & Best Practices Supportive Feedback
• Focus on behavior and impact of behavior not attitude
• Schedule time on the calendar for regular feedback
• Utilize “coaching moments” – quick feedback
• Add role-play to supplement verbal comments
• Keep feedback future focused
• Be selective and focused in your feedback; prioritize
• Serve as a role model and ask employees to provide you with feedback
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Supportive Feedback Assessment
• I am given ongoing feedback about my performance
• My supervisor gives me straightforward, honest feedback
• When my supervisor gives me corrective feedback, he/she does so in a constructive and supportive manner
• My supervisor rarely tells me how I am doing
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Do your employee receive sufficient supportive feedback and what can be done to increase
the frequency and quality of feedback?
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PARTNERING
“In the past a leader was the boss. Today’s leaders must be partners with their people”
-- Ken Blanchard
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Turnkey Solutions & Best Practices Partnering
• Conduct an internal service assessment
• Develop a mentoring program
• Create an employee council to provide feedback and have input on organizational decisions – especially those relevant to their jobs and benefits
• Increase communication through town hall meetings, weekly newsletters, and a company blog
• Institute a profit sharing or stock option program
• Eliminate differences in benefits and perks, e.g., parking spaces, healthcare, and company cars
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Partnering Assessment
• My supervisor treats me more like a partner than a subordinate
• My supervisor really encourages teamwork
• My supervisors jumps in and helps out team members when they need it
• My supervisor encourages team members to compete with one another rather than collaborate with one another
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Do people at different locations and in different positions partner with one another
and how can this sense of partnership be increased across the organization?
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EXPECTATIONS
“Set your expectations high; find men and women whose integrity and values you
respect; get their agreement on a course of action; and give them your ultimate trust.”
-- John Akers
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Turnkey Solutions & Best Practices Expectations
• Give job candidates the “real deal”
• Set clear, consistent and challenging goals
• “What gets measured gets done”; track progress
• Document expectations to ensure common understanding and to hold others accountable
• Put checkpoints in place; especially early
• Hold a “compare expectations” exercise
• Consequate behavior early; “Confused & “Concerned”
• Hold people accountable!
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Expectations Assessment
• My performance goals and objectives are clearly defined
• I know precisely what is expected of me in my job
• My boss holds me accountable for meeting my performance goals
• Sometimes I wonder what is expected of me
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Are expectations clearly set and people held accountable and how do you do a better job of this in your organization?
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CONSIDERATION
“People do not care how much you know until they know how much you care.”
-- John Maxwell
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Turnkey Solutions & Best Practices Consideration
• Know your employees, e.g., hobbies, interest, family
• Be on time & follow-up promptly
• Celebrate accomplishments & special days
• Regularly ask employees for their opinions & ideas
• Create flexibility in schedule
• Keep people in the information loop; ask if they would like to be copied on emails or join meetings
• Give people your full attention during meetings
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Consideration Assessment
• My supervisor really cares about me as a person
• My supervisor is understanding when employees have personal difficulties
• My supervisor is a considerate person
• My supervisor cares only about himself/herself
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Do people show sufficient consideration toward one another and how do you
foster this in your organization?
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TRUST
“Leadership without mutual trust is a contradiction in terms.”
-- Warren Bennis
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Turnkey Solutions & Best Practices Trust
• Avoid micro-managing
• Keep your promises
• Own up to mistakes
• Talk to people not about them
• Be honest and direct
• Give credit where credit is due
• Increase autonomy
• “Walk the talk”; don’t say one thing and do another
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Trust Assessment
• My supervisor is honest and trustworthy
• My supervisor trusts me to make good decisions
• I trust my supervisor to do right by me
• I feel like my supervisor is always looking over my shoulder and doesn’t trust me to do a good job
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Is there a high level of trust in your organization and what has
to happen to increase this level of trust?
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How do we measure employee
engagement?
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Symptom vs. Cause
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Typical Engagement Questions
• I know what is expected of me at work
• I have the resources I need to do my work right
• My supervisor cares about me as a person
• I was recently told that I was doing a good job
• My opinions and ideas seem to count
• My co-workers are committed to doing quality work
• I am satisfied with my job
• I have a friend at work
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• Time passes quickly at work
• I spend time outside of work thinking about how I could do my job better
• Sometimes I get so into my work that I lose track of time
• I work just as hard for this organization as I would work for myself
• I am energized by the work that I do
• My mind wanders to things unrelated to my job (R)
• I do just enough to get by in my job (R)
• If I wanted, I could put more effort into my job (R)
Assessing the Symptoms of Engagement
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a new virtual world
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with a new workforce
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and new technology
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Number of Mobile Workers by 2012
1 Billion
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Work has shifted from a place you go to something you do
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Case Example: Best Buy
ROWE: Results-Only Work Environment
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Why are implications and challenges of fostering engagement in the younger generation?
Discuss
10 minutes
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Benefits of Mobile Workforce
• Recruit best talent worldwide• 24/7 Operation – virtual work relay• Reduced overhead & travel costs for organization• Reduced absenteeism• Reduced costs for employee• More TIME!• Increased flexibility• Increased productivity & efficiency• Increased employee satisfaction• Better customer service – locate near customers• Improved work/life balance
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Challenges/Potential Costs of Virtual Teams• Increased demands on manager• Cultural differences• Time zones• Decreased opportunity to build personal relationships • Investment in technology & skills training• Potential decrease in communication & increase in
miscommunication (loss of visual cues)• Increased potential for conflict• Takes longer to build trust• Less knowledge of what others are doing• Decreased accountability especially on cross-functional teams• Us vs. Them (cliques, especially with home office)• Distractions
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Effective Virtual Team Leaders• Communicate, Communicate, Communicate• Establish a sense of purpose for team• Build, merge & manage culture• Build relationships; foster collaboration & connectedness• Establish roles & responsibilities • Set clear goals & expectations; prioritize• Monitor progress & share with team• Hold people accountable• Provide ongoing recognition• Respond quickly to needs of team members• Deal effectively with conflict situations• Focus on outcomes/objectives not process• 24/7 (Requiring little sleep helps!)
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Effective Virtual Team Members
• Expert communicator• Virtual social skills to foster collaboration & connectedness• Self-directed & self–motivated• Structured & organized• Tolerance for ambiguity• Flexible/Adaptable• Culturally sensitive• Adept/Penchant for technology & social media• Qualities of introvert & extrovert• Straight shooter• Highly responsive• Focused on delivering results & meeting objectives
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Virtual Team Technologies
1. Need technology that facilitates social interaction and decreases the psychological distance between employee and manager, and among team members
2. The less training, the more intuitive the better
3. People want technology that fits the way they think and how they live
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Virtual Team Technologies
• Email & Instant Messaging (SMS)• Cisco’s Telepresence & HP’s Halo• Web based bulletin board; virtual Whiteboard• Web-ex; Go-to-meeting• Social Media – Twitter, Facebook• Google Docs• Wiki’s• Ning• Second Life• Kudos
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Changing the World, One Thank-You at a Time
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What Is Kudos?
Kudos is the simple & cost effective corporate social network with a recognition engine at its core. Kudos creates employee engagement by enhancing communication, building connections and supporting collaboration through recognition.
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RESPECT
www.KudosNow.com
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What can you do today to foster RESPECT in your organization and
increase the ROI of your human capital?
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Be the change you want to see in the world.
-- Mahatma Gandhi
“ ”
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